As the terminal of industrial chain, retail industry is the only way to realize commodity value. In the past 30 years of reform and opening up, the retail industry in China has experienced a development process from small to large, from single to multiple, and from tradition to modern. Retail industry has become the leading industry to guide production and consumption, and its proportion in the national economy is increasing. In addition, the national economic crisis is often manifested through the retail crisis, so the retail industry is also regarded as a barometer of the national economic development.

Although China's jewelry industry started late, it has made remarkable achievements after more than 20 years of vigorous development, especially in the jewelry retail industry. At present, domestic jewelry retail enterprises account for more than 80% of the total number of jewelry enterprises, and the number of employees reaches about half of the total number of the industry. Some enterprises that started with processing in Shenzhen have also established retail brands. In recent years, with the intensification of market competition and the implementation of national brand strategy, more and more jewelry retail enterprises have begun to pay attention to the cultivation and promotion of brands, and a number of brands with market awareness, reputation and loyalty have emerged. They set up a business model of jewelry industry with standardized management and healthy image, and made positive contributions to the healthy development of the industry. Nevertheless, the proportion of jewelry retail brands in "China Famous Brand" is still very low, and brand building has just started. There is still a long way to go to cultivate jewelry retail brands into "China Famous Brand" and even "World Famous Brand".

1. Present situation and problems of China's jewelry retail industry

1. 1 Small and medium-sized jewelry retail enterprises have weak awareness of brand building.

Brand is an abstract concept, which is the consumer's recognition and affirmation of enterprise products and the comprehensive embodiment of enterprise's strength in market competition. Due to the late start, small scale, limited funds and other factors, small and medium-sized jewelry retail enterprises have no subjective enthusiasm to create and cultivate their own brands. Most of them adopt the sales mode of joining big brands or having no brands, lacking brand management professionals, having no clear brand positioning and not paying attention to the development of corporate culture, which makes enterprises lack internal cohesion and external competitiveness. If the enterprise decision-makers don't realize the importance of brand cultivation, the enterprise will become a flash in the pan in a few years, and be swallowed up by the cruel competition of the big fish eat small fish.

1.2 products lack features.

Throughout the domestic first-line jewelry retail brands, the phenomenon of product homogeneity is serious, and no brand's products are "unique". It's hard to find the iconic products symbolizing a certain brand in shopping malls and specialty stores, and the styles are the same. In addition, these first-line jewelry retail brands range from precious metals to diamonds to pearls, colored gems and fashion accessories. On the surface, they can meet the different needs of consumers, but the essence is the lack of product positioning and brand management. How can this reflect the difference of products and the uniqueness of brands? And this is the gap between us and international famous brands.

1.3 marketing ideas are outdated and traditional ideas are hard to change.

(1) operation mode

There are three traditional jewelry retail modes in China: shopping malls, specialty stores and specialized markets. In recent years, jewelry e-commerce has developed rapidly with its unique operation mode and price advantage, and "online shopping jewelry" has become a new fashion for the younger generation. In the national jewelry retail, the sales of shopping malls still occupy the largest share, at least above 60%. This is because jewelry retail enterprises have low brand awareness and lack of credibility in the initial stage of operation, so it is an inevitable choice to enter the shopping mall first. After the emerging jewelry brands enter the shopping malls, they use the passenger flow and word-of-mouth of the shopping malls to rapidly expand their market share, so as to achieve the accumulation of original capital and the return of funds. However, the counter space is limited, which is not conducive to promoting brand image.

(2) Regional limitations

Some jewelry retail enterprises have made impressive achievements in some fields, and even formed a regional monopoly. Local consumers don't buy foreign brands at all, and the operators of these enterprises are complacent and enjoy it. In fact, there is competition to improve. Our decision-makers should take a long-term view, constantly explore the market, and constantly bring forth the old and bring forth the new, so that the enterprise can grow and develop and the brand can go further and longer.

2. Countermeasures and suggestions for decisive battle against the wharf

2. 1 Do a good job in market research, know yourself and know yourself before you finally win.

In the process of market operation, the terminal is a material product, a spiritual value, a scientific and perfect business model, and an important frontier for competing with peers for consumer groups. It integrates the cultural identity of the brand into every part, including product quality, display mode, collocation mode, price structure, service means, fashion concept and so on. And this recognition must be based on knowing yourself and communicating with yourself fully. Only in line with consumer psychology can they be influenced. Jewelry retail enterprises should do detailed market research, study consumer psychology, investigate the consumption situation in different regions before investing or entering the market for new products, and then formulate effective.

2.2 Establish a target customer base to meet the needs of different consumers.

In recent years, the wedding jewelry market is booming, and buying diamond rings has become a compulsory course for every couple who are about to walk down the red carpet. Some enterprises aim at this market, accurately position and subdivide the market, design products and prices for different income groups, take the initiative to attack, and receive good sales performance. Lu Huiquan, CEO of Cartier Far East, said that Cartier's winning way lies in: "constantly tapping new consumption potential, tracking and guiding customer demand, and at the same time sparing no effort to expand channels, thus stabilizing the market foundation." The essence of this sentence is to tell us the importance of establishing a target customer base, so as to find out the market positioning of products, target sales at specific groups and form a stable customer base. This is one of them. Secondly, improve the quality of goods and focus on developing high-end customers.

According to the latest data of the World Luxury Association, up to now, the total consumption of luxury goods in China has increased from $8.6 billion in June 2009 to $9.4 billion, with a global share of 27.5%. Experts predict that in the next five years, China will occupy the first place in global luxury consumption. China's high-end customers have great consumption potential, while Chinese jewelry brands lack real luxury brands. This market has long been occupied by foreign luxury brands. If enterprise decision makers can seize the opportunity, set up a V IP consumption area, take the initiative to attack and seize business opportunities. "Customer is God", which is a well-known saying, is actually a magic weapon for enterprises to win. Whether it is brand or marketing, there is only one purpose, which is to attract consumers to buy products. Consumers' buying behavior will have a certain inertia, as the saying goes, "recognize the brand", but this inertia will also change with the changes of the background of the times. When your product can no longer meet the deeper needs of God, it will no longer be cared for by God.

2.3 Constantly bring forth the old and bring forth the new, and improve the added value of products.

The value of jewelry products consists of material value and added value, and the level of added value is largely determined by the market and consumers. For example, different jade raw materials with the same texture, carving technology and cultural significance will have very different values. To improve the added value of products, we must first pay attention to brand building, and the value of brands is immeasurable; Secondly, we should have advanced, unique and latest design concepts. Once upon a time, gold jewelry sales were always priced in grams. Now, this tradition has been broken, and the value of beautifully designed and fashionable gold jewelry has far exceeded the value of gold itself.

With the changes of the times, our consumer groups are also changing and growing. Today's post-80s and post-90s like changeable, exciting and novel lifestyles. They are open-minded and willing to try new things. The criteria for choosing a product or brand are no longer based on the traditional rational cognitive view of "good" or "bad", but more on the emotional attitude view of "like" or "dislike". What they pursue is a feeling or added value that products or services can provide. Therefore, we must constantly innovate in product design and packaging, and constantly give products new consumption concepts. Only in this way can we get their attention. Undoubtedly, this is another severe challenge to jewelry brands. The successful case of Swarovski's operation in China market proves this point well. Therefore, the focus of communication and exchange is to experience the product and brand value, including the symbol of identity or class, the feeling of beauty, fashion and pioneer, fun and fun, trend or fashion, and so on. Meeting these needs will be sought after by new people. We come to a conclusion that if we want to do retail well now, we must grasp the consumption dynamics of the younger generation of consumers.

2009 China Jewelry and Jade Jewelry Guide

The domestic retail market still has great potential to be tapped-in 2009, the national jewelry consumption was about 220 billion yuan, and the per capita consumption was less than that of 200 yuan. We are facing a turning point, and the future jewelry industry is about to enter a brand-new stage. I believe that in the near future, China's jewelry retail brands will also have internationally renowned brands comparable to Cartier and Tiffany.